How to fix change management programmes…

THE GASPESIE — I had a conversation yesterday with a technology consultant based out of Boston. She was looking for inspiration in how to get people behind a technical change programme that had not lifted off the ground.

Q. How do we convince leaders to get involved?

A. Give them a role. Use existing data to show them how unlikely change programmes are to succeed if they don’t take a big role.

Q. How do we create real enthusiasm for the change? How do we get employees to drive it?

A. Don’t try to ‘campaign’ it. Remember that most people come to work to work, And if they can learn something in the process and even get better at their jobs, they’ll be even happier. So focus your plans on the job… and how they can do something new/ better/ more effectively.

Q. How can we really see success and enthusiasm for a fairly dry, technical system change?

A. Maybe you can’t. Consider that at least. You may be really really excited about it, but that doesn’t mean others can or should be. Maybe it just needs to be implemented… not sold.

We have a bias towards communication in making change successful. I like to be transparent about that. But until communication in change is attended to as consistently as project management or risks, we’ll keep playing our trade effectively.

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